A Study of the Relationships Between Generation, Market Orientation, and Innovation in Family Firms

By L. Beck, Wim Janssens, M. Debruyne, T. Lommelen. 2011

192 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a010f53a240eed0c30f1b04ddf047f9fef794960

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Entrepreneurship and Family Firm Research: A Bibliometric Analysis of An Emerging Field* (2016, background): “The third line brings together the studies analyzing the figure of the CEO and how the different variables that can be used to characterize them (age, tenure, and generation) may influence different aspects of entrepreneurship in family firm, for instance EO (Miller and Le Breton-Miller 2011), the o”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, background): “The results are consistent in showing that FFs are more innovative in the founding generation and become less innovative in later stages (Beck et al. 2011; Craig and Moores 2006; Kraiczy et al. 2014; Laforet 2013).”
Driving factors of innovation in family and non-family SMEs (2018, background): “This may be due to a change of risk aversion regarding investments in innovative projects (Beck et al. 2011).”
Innovation processes in family firms: the relevance of organizational flexibility (2016, background): “Whether due to different long-term priorities or risk aversion, many empirical studies find engagement in R&D to be lower for family firms than for non-family firms (Muñoz-Bullón and Sanchez-Bueno 2011; Block 2012; Chrisman and Patel 2012), although there are significant differences within family fi”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, result): “It yielded contradictory results because it did not explore the underlying mechanisms by which controlling generations affect firm outcomes (e.g., Beck et al., 2011; Casillas et al.; Cruz & Nordqvist; Kellermanns et al., 2012; Ling & Kellermanns; Salvato, 2004).”
Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “Externally, the context of higher education is characterized by a very strongly institutionalized environment (DiMaggio and Powell, 1983; Meyer and Rowan, 1977–1978), which suggests that academic units within any institution face largely similar pressures, such as economic exigencies, accreditation,”